Group composition.lklu.docx - Forming Storming Norming ...

Forming, Storming, Norming, and
Performing
Understanding the Stages of Team Formation
You can't expect a new team to perform well when it first
comes together.
Forming a team takes time, and members often go through recognizable stages as they
change from being a collection of strangers to a united group with common goals.
Bruce Tuckman's Forming, Storming, Norming, and Performing model describes these
stages. When you understand it, you can help your new team become effective more
quickly.
In this article, we'll look at how you can use this model to build a highly productive
team.
About the Model
Psychologist Bruce Tuckman first came up with the memorable phrase "forming,
storming, norming, and performing" in his 1965 article, " Developmental
Sequence in Small Groups ." He used it to describe the path that most teams
follow on their way to high performance. Later, he added a fifth stage, "adjourning"
(which is sometimes known as "mourning").
Let's look at each stage in more detail.
Forming
In this stage, most team members are positive and polite. Some are anxious, as they
haven't fully understood what work the team will do. Others are simply excited about
the task ahead.
As leader, you play a dominant role at this stage, because team members' roles and
responsibilities aren't clear.

This stage can last for some time, as people start to work together, and as they make
an effort to get to know their new colleagues.
Storming
Next, the team moves into the storming phase, where people start to push against the
boundaries established in the forming stage. This is the stage where many teams fail.
Storming often starts where there is a conflict between team members' natural working
styles. People may work in different ways for all sorts of reasons but, if differing working
styles cause unforeseen problems, they may become frustrated.
Storming can also happen in other situations. For example, team members may
challenge your authority, or jockey for position as their roles are clarified. Or, if you
haven't defined clearly how the team will work, people may feel overwhelmed by their
workload, or they could be uncomfortable with the approach you're using.
Some may question the worth of the team's goal, and they may resist taking on tasks.
Team members who stick with the task at hand may experience stress, particularly as
they don't have the support of established processes, or strong relationships with their
colleagues.
Norming
Gradually, the team moves into the norming stage. This is when people start to resolve
their differences, appreciate colleagues' strengths, and respect your authority as a
leader.
Now that your team members know one another better, they may socialize together,
and they are able to ask one another for help and provide constructive feedback.